Rigor is not a substitute for imagination.

Slow adaptation is driven by forces such as evolution. Fast adaptation is driven by forces such as insight.

The ability to help others gain insights seems very important to me, and I think one of the most effective, but most difficult, ways is to listen sympathetically when people seem to be saying stupid things or thinking in confused ways. Rather than write them off, we can try to diagnose what is wrong with their thinking - what flawed belief they might be holding. And then search for ways that enables them to discover the flawed belief for themselves.

If a situation is very, very turbulent, it has low validity, and there's no basis for intuition.

The most valuable insight I have made about how people make decisions is that when they become skilled they don't have to make decisions - choices between options. Instead, they can draw on experience and the patterns they have acquired to recognize what to do, ignoring other options. This is the basis of the Recognition-Primed Decision (RPD) model my colleagues and I described thirty years ago.

If you are committed to the change, you're going to have to sideline the skeptics, or at least keep them under control. There may be a temptation to move them out but skeptics have a value - flagging weaknesses in the plan. Ideally, you will enlist their critical stance by challenging them to find ways to improve the plan as you go forward.

People who design decision aids and information technologies usually try to help people perform their jobs better. But insights can show us how to perform our jobs differently. And so the decision aids and technologies can get in the way of insights!